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This groundbreaking book provides an essential set of readings and case studies that facilitates a much-needed fundamental rethinking about drivers of successful as well as unsuccessful firm conduct in Emerging markets, and about the role of sophisticated but (usually) poorly-serving Western theories and ideas regarding competition and competitive traps and successes.

Although this book is intended primarily for Emerging markets courses, it can also be used for various other courses in international management or international strategy. It explores a range of themes, including:

The book argues that there is no monolithic homosexuality; there are only homosexualities, that is, there are as many reasons for being gay as there are gays. Some people are born gay, some have gayness thrust upon them, and some do, indeed, achieve to great gayness. Representation of homosexuality/homoeroticism, as it is understood today, is thus a western import. The act and public/social discourses on same-sex love are still illegal; it is, according to many, against the Indian 'tradition'; and a sense of 'history' is seriously problematic when we dig out for a past tradition of...

First published in 1972, this work pursues the question ‘what is comedy?’ In its quest for an answer it explores critical theory, psychology, sociology and metaphysics. It also examines the classical origins of comedy, different kinds of comedy, the rituals of comedy, its relationship with other idioms such as ‘satire’, irony’ and ‘farce’, and compares two major traditions: ‘Aristophanic’ and ‘Shakesperean’ comedy. In doing so, the book demonstrates the indefinable and flexible nature of comedy.

This work will be a valuable resource to those studying drama,...

What people are saying about The New How

-How are you going to get rid of your Air Sandwich if you don't even know what it is? Provocative and practical at the same time.-
--Seth Godin, author of Linchpin

-The New How is informative and provides exciting insights because the suggestions are practical and doable. Merchant gets the new reality--leadership fails not so much from flawed strategy as it does from failed processes of engagement from those responsible for implementing the strategy. In high-performing organizations,...